todAI HR 2026

ADN Academy is the organizer of the todAI HR 2026 conference, dedicated to the practical use of artificial intelligence in human resource management. The event serves as a space for knowledge and experience exchange among HR leaders, HR Business Partners, technology experts, and representatives of organizations implementing AI-based solutions.

The conference focuses on presenting real organizational experiences, analyzing the effectiveness of implementations, and developing practical skills. Its format combines expert discussions, case studies, and workshops, allowing participants to learn about both the possibilities and limitations of using artificial intelligence in HR.

todAI HR 2026 is a one-day conference dedicated to the real impact of artificial intelligence on people management, HR processes, and organizational functioning. The event is held under the slogan "What works, what you risk, and what really changes the organization" and focuses on solutions that have already been tested in business practice.

The program includes strategic issues related to the future of management, accountability for decisions made with the support of algorithms, transformation of employee competencies, and the changing role of HR Business Partners. Participants will also learn about the experiences of organizations implementing AI, challenges related to adapting new technologies, and ways to mitigate risks arising from the automation of personnel processes.

The conference stands out for its practical approach to the presented topics. The organizer emphasizes real examples of implementations, analysis of mistakes made and lessons learned, as well as tools that can be used in daily work. A significant part of the event consists of hands-on workshops, during which participants work with AI solutions and prepare specific materials such as templates, checklists, or action schemes.

The program consists of discussion panels, case study presentations, two rounds of parallel workshops, and a networking meeting. Participants can independently choose workshops that meet their professional needs.

• HR Business Partners interested in using artificial intelligence in daily work and strategic business consulting.

• HR Directors responsible for planning and implementing technological transformation of personnel processes.

• HR Managers looking for practical ways to implement AI and increase team efficiency.

• Learning & Development specialists responsible for developing competencies and preparing employees for technological changes.

• Talent management professionals, employment planners, and career path designers.

• Recruitment specialists interested in using data analytics and AI agents in candidate acquisition processes.

• HR analysts and People Analytics specialists responsible for preparing reports and supporting personnel decisions.

• HR leaders responsible for change management and preparing organizations for the implementation of artificial intelligence.

• Representatives of management interested in the impact of AI on organizational structure, productivity, and management models.

• Understanding real applications of artificial intelligence in HR processes and organizational management.

• Understanding the impact of AI on the role of managers, organizational structure, and accountability for personnel decisions.

• Developing skills to identify HR processes where the use of AI can bring measurable benefits.

• Learning about the experiences of organizations implementing AI, including encountered difficulties and ways to solve them.

• Developing competencies related to creating effective prompts and using AI tools in daily HR work.

• Understanding the possibilities of using AI in competency analysis, employment planning, and talent management.

• Improving skills in using People Analytics to support recruitment decisions.

• Understanding ethical, legal, and organizational risks associated with algorithm-supported decision-making.

• Developing practical skills in designing AI solutions that support knowledge management and process automation.

• Preparing for conscious planning of AI transformation in the organization.

Benefits for Organizations

• The ability to identify HR areas where artificial intelligence can streamline processes and reduce manual work.

• Learning from the experiences of other organizations to reduce the risk of costly mistakes during AI implementation.

• Development of HR teams' competencies in the practical use of new technologies.

• Better preparation for changes in organizational structure and management models resulting from AI development.

• The opportunity to improve recruitment processes, employment planning, and competency management.

• Increased awareness of accountability for personnel decisions made with the support of artificial intelligence.

• Inspiration for building an organizational culture that supports the development of digital competencies and responsible experimentation with AI.

• The opportunity to use practical tools and action schemes developed during workshops.

Benefits for Participants

• Learning about real examples of AI application in Polish organizations.

• Understanding the possibilities and limitations of artificial intelligence in making employee-related decisions.

• Developing skills in creating prompts that support daily HR tasks.

• The opportunity to practically use AI tools during hands-on workshops.

• Learning methods for competency analysis and designing organizational models using AI.

• Expanding knowledge about the use of People Analytics and AI agents in recruitment.

• Gaining inspiration for creating knowledge bases and automating selected processes without the need for programming.

• The opportunity to analyze ethical dilemmas related to the use of algorithms in HR.

• Receiving practical templates, checklists, and action schemes prepared during workshops.

• Networking with HR leaders and practitioners implementing artificial intelligence in organizations.

Part I – Starting Point: AI, Management, and Accountability

The death of middle management? AI as the new operational manager

• The impact of artificial intelligence on the functioning of middle management.

• Using AI to analyze employee effectiveness, assign tasks, and monitor KPI indicators.

• Managerial functions that cannot be effectively replaced by algorithms.

• Preparing HR departments for changes in organizational structure and management models.

Human and machine – where does AI end and HR begin?

• The limits of using algorithms in making personnel decisions.

• Accountability for decisions regarding recruitment, employee evaluation, and termination of employment.

• The risk of automatic rejection of candidates and assessing fit with organizational culture.

• The role of humans in verifying recommendations generated by AI systems.

• Setting boundaries for algorithmic decision-making in the organization.

Part II – Case Studies: Experiences from AI Implementation

HRBP in the AI Era – Competencies Needed by Organizations in the Future

• Changes in the scope of tasks and responsibilities of HR Business Partners.

• The impact of AI on expectations of employees and organizational competencies.

• Employment and competency planning in the context of artificial intelligence development.

• Reskilling and developing future competencies.

• Identifying HRBP tasks that can be taken over by AI and competencies gaining importance.

AI starts with people – the story of the SeeAI program

• Building employee readiness to use artificial intelligence.

• Developing technological curiosity and a culture of experimentation.

• Creating a community of employees interested in using AI.

• Developing digital competencies and translating them into specific business actions.

• The role of HR in preparing the organization for technological transformation.

The anatomy of digital overstimulation – concentration and effective work with AI

• The impact of information overload and notifications on employee concentration.

• Identifying habits that limit work efficiency.

• Managing attention and reducing frequent task switching.

• Using AI without increasing information overload.

• A practical example related to the daily work of an HR specialist.

Why does AI transformation in HR face difficulties?

• Reasons for difficulties in transitioning from AI experiments to real organizational changes.

• The specifics of implementing artificial intelligence in the area of people management.

• Assessing the role of technology and organizational factors in the success of transformation.

• Challenges related to changing work methods and adapting new solutions.

Who makes more mistakes – humans or algorithms?

• Comparing human cognitive errors with errors generated by AI models.

• Designing HR processes that limit excessive trust in algorithms and managerial intuition.

• The impact of artificial intelligence on productivity and the value of work.

• Challenges related to evaluating and rewarding employees using AI.

• Arguing the business value of using AI in discussions with management and the finance department.

Part III – Practical Workshops: First Round

Workshop 1 – Prompt Engineering for HR

• Designing effective prompts for generative artificial intelligence tools.

• Preparing job descriptions using AI.

• Supporting data analysis and developing HR policies.

• Creating employee communication and materials for feedback conversations.

• Practical exercises using prompts in the daily tasks of an HR Business Partner.

Workshop 2 – Skills-Based Organization: Mapping Competencies with AI Support

• Using artificial intelligence to support competency analysis in the organization.

• Approach to managing the organization based on employee skills.

• Mapping competencies as an element of development planning and organizational transformation.

Workshop 3 – HR 2030: Designing the Structure of the Future HR Department

• Designing the operational model of the HR department from the perspective of 2030.

• Identifying future roles and personnel processes.

• Defining areas of responsibility that can be transferred to AI systems.

• Setting boundaries for automation and decisions requiring human involvement.

• Interactive development of the concept of the future HR department organization.

Part IV – Practical Workshops: Second Round

Workshop 4 – Application Instead of a Wall of Text: Creating a Knowledge Base with AI

• Designing an interactive organizational knowledge base.

• Using publicly available AI tools to create applications without programming.

• Transforming traditional informational materials into user-friendly solutions.

• Preparing a simple application for use in an intranet environment.

• Learning practical tips to facilitate the implementation of subsequent projects.

Workshop 5 – Real-Time Intelligence in Recruitment

• Transitioning from traditional KPI reporting to analytics supporting current recruitment decisions.

• Using AI agents to generate recommendations for recruiters.

• Identifying moments in the recruitment process that require intervention.

• Analyzing the recruitment process from the moment of hiring to earlier stages.

• Practical application of People Analytics to increase the effectiveness of recruitment activities.

Workshop 6 – Difficult Decisions with AI: Ethical Dilemmas for HRBPs

• Analyzing scenarios regarding algorithmic recommendations for layoffs.

• Assessing the risks associated with automatically determining candidate fit for the organization.

• Using AI predictions regarding potential employee turnover.

• Making AI-supported decisions while maintaining human accountability.

• Considering the requirements of the AI Act, GDPR, and organizational values.

• Practical exercises on ethical dilemmas in personnel processes.

Workshops in each round are held in parallel. Participants choose one workshop in the first round and one workshop in the second round.

Part V – Networking and Experience Exchange

• Summary of topics discussed during the conference.

• Informal networking meeting with experts and participants.

• Exchange of experiences regarding the implementation of artificial intelligence in organizations.

• Building professional contacts in the environment of HR leaders and AI practitioners.

1 day, December 8, 2026, from 10:00 AM to 6:30 PM, registration from 9:30 AM. ADN Conference Center in Warsaw. The program includes conference sessions, case study presentations, two rounds of parallel workshops, and an afternoon networking meeting.

• Participation in the one-day todAI HR 2026 conference.

• Access to discussion panels, expert presentations, and real AI implementation presentations in organizations.

• The opportunity to participate in two practical workshops, one from each parallel round, according to registration rules.

• Practical materials developed during the workshops, including templates, checklists, and action schemes.

• Coffee breaks and lunch during the event.

• Participation in the afternoon networking cocktail.

• The opportunity to exchange experiences with HR leaders, experts, and practitioners implementing artificial intelligence.